NHS GREATER GLASGOW AND CLYDE. Policy on stress in the workplace
|
|
- Alicia Turner
- 6 years ago
- Views:
Transcription
1 NHS GREATER GLASGOW AND CLYDE Policy on stress in the workplace March 2013 Lead Manager: K. Fleming Head of Health and Safety Responsible Director: I. Reid Director of Human Resources Approved by: NHS GGC Health & Safety Forum Approved date: March 2013 Review Date: March 2016 Version: 3 (version 2, Jan 2011)
2 CONTENTS 1. Introduction 3 2. Scope 4 3. Policy Aims 4 4. Responsibilities 4 5. Education and training 9 6. Monitoring and review 9 7. References 9 Appendices Page 2 of 25
3 1 Introduction 1.1 The NHS in Scotland has a legal duty under the Health and Safety at Work Act 1974, to ensure the health, safety and welfare of employees. The NHSiS also has a Staff Governance standard that requires NHS employers to ensure that staff are provided with a safe and healthy working environment. The organisation also has a duty to ensure that safe systems of work are in place for staff, which may include workload considerations. NHS Greater Glasgow and Clyde is committed to a healthy workforce by placing value on both physical and mental health. We acknowledge that stress problems have many causes, including in the workplace and the outside world. In NHS GGC, our risk assessments show that factors which may lead to increased stress in our organisation include those related to demands, control, relationships, role, support and change. We also recognise that domestic factors (housing, family problems and bereavement) may also add to levels of stress experienced by our employees. 1.2 NHS Greater Glasgow and Clyde is committed to a plan of action which includes: action to manage the return to work of those who have experienced mental or physical health problems associated with stress to ensure their wellbeing, and to ensure their skills are not lost; increasing knowledge of the causes of stress in the organisation; action to tackle stress and helping staff to manage stress; and managing health problems associated with stress by: recognising the adverse effects of stress early; managing stress appropriately; providing access to necessary support which may include counselling; providing advice and sources of help. 1.3 This Policy and its procedures have been developed and agreed through our Health and Safety Forum. 1.4 NHS GGC recognises the difference between pressure and stress. The definition of stress adopted within this Policy is that used by the Health and Safety Executive. This is defined as ; The adverse reaction people have to excessive pressures or demands placed upon them. 1.5 NHS GGC recognises that some factors that can affect stress of employees relate to chronic factors, whereas others may relate to an acute event. An acute event may be a specific violent or unpleasant incident, including clinical events and dealing with challenging behaviours. Chronic factors may be exposure to stressors over a prolonged period of time and/or on a regular basis. Page 3 of 25
4 2 Scope This policy applies to all staff in NHS Greater Glasgow and Clyde. 3 Policy aims This policy aims to: encourage staff wellbeing within NHS GGC and discourage the stigma attached to stress; raise awareness of ill health associated with stress, its causes and associated factors; change aspects of the workplace and working arrangements, which have been identified (through risk assessment) as increasing the stress risk; educate staff in techniques for coping with pressure and stress; provide staff with help if they have mental or physical health problems associated with stress; through information and education, encourage everyone to recognise the adverse effects of stress; raise awareness of the means of support for staff including Occupational Health, Employee Counselling and colleagues; encourage staff to get help at an early stage; offer easy access to necessary support, which may include counselling and other professional help; as far as possible, via Attendance Management Policies and Redeployment Policies, guarantee job security, access to sick leave, the retention of status and make sure that there is no blame apportioned to those using the support mechanisms; set up procedures for return to, and rehabilitation in work e.g. phased return in conjunction with the employee; ensure that these procedures are flexible enough to meet varying needs e.g. Dignity at Work and Worklife Balance issues; increase awareness, to ensure that the Employee Counselling Service (ECS) is available to all NHS GGC employees; ensure that organisational, departmental and individual factors are taken into account when undertaking stress risk assessments (Appendices) guidance will be provided for managers on undertaking stress risk assessments and a pro-forma will be provided. (See supplementary Guidance document.) the principles advocated by the Health and Safety Executives Management Standards on Stress, will be adopted to undertake the risk assessment process. ( A survey monkey tool will be available to assist this process) 4 Responsibilities 4.1 Directors and Senior managers are responsible for making sure that: Page 4 of 25
5 factors which can lead to stress and ill health, are reduced and/or managed from the work environment, as far as possible; an organisational culture is developed where stress is not seen as a sign of weakness or incompetence and where seeking help in managing stress is seen as a sign of strength and good practice; suitable training and guidance is provided to managers to equip them to undertake the necessary risk assessments in relation to stress in the workplace, and effective control measures are implemented where appropriate. The HSE indicator tool should be used to assist the risk assessment process. This will be delivered through Health and Safety and Occupational Health Services; information is provided for staff on: the effects of stress at work; positive coping mechanisms; and general health improving activities within the workplace; advice and information is provided for all staff on how to recognise symptoms of stress in themselves and others; advice and information is provided for managers on their duty of care to staff; a working environment is promoted where staff who feel they are at risk of experiencing the effects of stress can raise the issue in confidence, so that necessary support mechanisms can be put in place; suitable support mechanisms for staff experiencing the effects of stress are established; and good practice guidelines based on current evidence and knowledge are produced to support the Policy. This will be delivered through the Health and Safety and Occupational Health Services. The Incident Management Policy is being applied in terms of incident reporting through the Datix system 4.2 Line managers are responsible for: involving individual staff and staff teams in seeking solutions; encouraging a workplace culture where mental wellbeing and physical wellbeing are regarded as equally important; making sure, as far as is reasonably practicable, that the physical work environments for staff are safe and do not expose them to risks that may give rise to stress at work; considering the implications for staff of any changes to working practices, ways of working, work location, new policies or procedures, and the need for appropriate support and training; making sure that all new staff receive appropriate induction to and training for their job, including reference to support services, for example OHS, HR, Employee Counselling Service; providing clear job descriptions (clarifying lines of responsibility based on job description, accountability, and reporting), individual supervision and clear objectives with review; resolving work-related issues at individual level and at team level as appropriate, Page 5 of 25
6 involving others outside the team as necessary; managing absence in accordance with the organisational policy, and linking to other policies as necessary, such as Dignity at Work; keeping in touch with any staff who are on prolonged absence and agree with the individual, OHS and HR how to support their return to work; regularly reviewing excess hours worked by staff, time back, monitoring absence and staff turnover, and carrying out exit interviews; making sure that staff teams take time to review and celebrate positive achievements and likewise reviewing less positive outcomes so that a sense of balance can be achieved; and agreeing with staff teams what can be actioned and how to improve things, promoting openness and discussion. This may take place through day to day supervision and /or the appraisal process. Encourage staff to complete the HSE indicator tool as part of the risk assessment process. 4.3 The Human Resources Department is responsible for: making sure that organisational policies and codes of conduct (professional and general) are adhered to; facilitating discussions within areas of conflict; assisting in monitoring staff conduct, attendance, turnover, etc.; advocating clarity of roles and responsibilities, advising on job descriptions and organisational structure; and promoting positive cultural change within the workforce. Assisting the process of return to work and phased return. 4.4 Trade Unions/ Professional Organisations are responsible for: encouraging members to speak up as soon as they feel that their working environment is beginning to affect their health; using partnership mechanisms, including various committees, and the facilities laid out in the Safety Representatives and Safety Committees (SRSC) Regulations and Management of Health and Safety at Work Regulations, to tackle work-related stress; investigating potential hazards and complaints from their members, receiving information they need from employers to protect members' health and safety; liaising with management to carry out risk assessments, including reviewing absence figures and linking these with other policies that may be available such as Dignity at Work; and encouraging members to keep a written record of any problems and to put things in writing to management, so that there is evidence of any problems and that management is aware of them. 4.5 The Occupational Health Service is responsible for: advising managers and staff on occupational triggers of stress and the risk Page 6 of 25
7 assessment process, in liaison with the Health and Safety Service; delivering an education/training programme on stress risk assessment/awareness and management, in conjunction with the Health and Safety Service; providing support for staff at all levels who may be experiencing stress; and reviewing patterns of work-related stress in terms of sickness absence monitoring and self/ management referrals and providing appropriate feedback to the organisation.; supporting line managers in applying the Policy where possible. 4.6 The Employee Counselling Service (ECS) is responsible for: offering help to individuals in assessing the effectiveness of the coping strategies they currently use; offering help and ongoing support in identifying and maintaining any changes to current strategies; offering help in establishing a tailor-made programme of stress management which extends beyond work; being accessed by any individual experiencing problems which affect their ability to function; and offering an opportunity to talk in confidence about any problem or difficulty, whether work-related or not. (The service now operates on a 24/7 basis.) 4.7 The Health and Safety Service is responsible for: ensuring suitable training and guidance is provided to managers to equip them to undertake the necessary localised risk assessments in relation to stress in the workplace. advising managers on effective control measures which can be implemented where appropriate; providing incident data related to stress; contributing to relevant training programmes for managers and staff; providing general advice on stress in the workplace to managers and staff. delivering an education/training programme on stress risk assessment/awareness and management working in conjunction with the Occupational Health Service on the above matters 4.8 All staff are responsible for: talking to their manager in the first instance if there is a problem; accessing OHS, ECS, HR or their Trade Union/Professional Organisation; supporting their colleagues if they are experiencing work-related stress and encouraging them to talk to their manager, OHS, HR or Trade Union/Professional Organisation; seeking appropriate support, which may include counselling from OHS and/or the ECS; speaking to their GP if worried about health issues; Page 7 of 25
8 discussing with their manager whether it is possible to alter the job if necessary, to make it less stressful, recognising all team members' needs; trying to channel their energy into solving any problems and considering what may help resolve any issues, and discussing this with their manager; recognising that stress is not a weakness; attending stress management courses if this has been deemed necessary through risk assessment; and being actively involved in the risk assessment process. Reporting incidents using the Datix system in accordance with the Incident Management Policy Participating in the risk assessment process Page 8 of 25
9 5 Education and training for all staff To deal positively with stress at the workplace, NHS GGC recognises the importance of: the link between home and the workplace; identifying particularly vulnerable groups; and the effects of prescribed medication on work performance. (see GGC Alcohol and Substance Policy) These key points will be highlighted in: health education for staff; induction programmes for new staff (as stress education); (see GGC on-line Induction system) the Health and Safety Management Manual for Managers specific training for occupational health practitioners; and feedback (for dealing with issues with the policy). 6 Monitoring and reviewing The activities which result from the introduction of this policy will be examined and the activities of each component part monitored. This review process will lead to a regular revision of the policy. As well as the policy itself, the risk-assessment process should be reviewed in light of any changes to work activities. Regular evaluation of staff turnover, sickness absence and incidents will also contribute to the monitoring and reviewing of the policy. This will be undertaken by a sub-group of the NHS GGC Health and Safety Forum. 7 References Staff Governance Standard Provided with an improved and safe working environment. (StaffNet HR Section) Attendance Management Policy (Managing Health at Work) Feb 2008 (StaffNet- HR Section) Redeployment Policy Relevant Legislation : Health and Safety at Work etc Act 1974, Management of Health and Safety Regulations 1999 Health and Safety Executive (section on Stress) NHS GGC Guidance for managers on implementing the stress policy. Alcohol and Substance Policy (StaffNet) Attendance Management Policy (StaffNet) Worklife Balance Policy (StaffNet) Dignity at Work Policy (StaffNet) Page 9 of 25
10 Appendix 1 PROCESS FOR MANAGERS TO ASSIST IN IMPLEMENTATION OF POLICY ON STRESS IN THE WORKPLACE Description Stage 1- Preparation before you start Stage 2 - Identify the issues Stage 3 - Evaluate all the data and consider potential solutions Stage 4 -Ensure action plan implemented and Implementation group to be reviewed regularly Action Securing management and employee commitment establish implementation group. Reviewing the stress Policy Review existing data Establish Focus Groups Use Indicator Tool Develop an action plan Implementation group to review regularly plan on six monthly basis. Page 10 of 25
11 Appendix 2 Risk Assessment and Risk Management 1. INTRODUCTION 1.1 There is no specific legislation in the UK on controlling stress at work. The Health and Safety at Work etc Act 1974 places a general duty on employers to ensure, so far as is reasonably practicable, the health, safety and welfare of their employees. Under the Management of Health and Safety Regulations 1999 employers are obliged to assess the nature and scale of risks to health in their workplace (Reg. 3), apply the principles of prevention (Reg. 4) and to ensure employees capability and provide training (Reg. 13). 1.2 There is pressure in most jobs. Some pressures can, in fact, be a good thing. The challenges at work can keep us motivated and are key to job satisfaction. Excessive work pressure and the stress to which it can lead can be harmful to individuals and the employer. 1.3 Stress is the adverse reaction people have to excessive pressures or other types of demand placed on them. 1.4 Stress can cause: Physical effects, such as raised heart rate, increased sweating, headache, dizziness, blurred vision, muscle aches, skin rashes and a lowering of resistance to infection; Behavioural effects, such a tendency to drink more alcohol and smoke more, overeating and overuse of medication/drugs; Emotional effects, such as increased anxiety and irritability, difficulty sleeping, poor concentration, low mood and mood swings, fear, anger, hopelessness and an inability to deal calmly with everyday tasks and situations. Prolonged stress can lead to physical and mental illness. 1.5 Work-related stress is not an illness, but ill health resulting from stress at work must be treated in the same way as ill health due to other physical causes present in the workplace. This means that employers do have a legal duty to take reasonable care to ensure that health is not placed at risk through excessive and sustained levels of stress, arising for example from the way work is organised, the way people deal with each other at their work, or from the day-to-day demands placed on their workforce. 1.6 Risk assessment and risk management are essentially part of the health and safety responsibilities of managers. 1.7 Information from risk assessment will be of use to Health and Safety Management Manual holders. Senior management have an important role to play as practical organisational issues must be addressed by them. Page 11 of 25
12 1.8 Further information is available in the HSE publications Tackling Work-related Stress (ISBN ) and Real Solutions, Real People (ISBN ), and on the HSE website: Guidance has also been produced by trade unions and professional associations and by the European Community (Stress at work: causes, effects and prevention. A guide for small and medium sized enterprises: ISBN ). 2. RISK ASSESSMENT 2.1 The process of risk assessment as described in the Management Regulations has six key components: 1. Identification of hazards; 2. Identify who might be harmed and how; 3. Evaluate the risk from the identified hazards; 4. Formally record the risk assessment; 5. Implement further action to reduce risks; 6. Review and revise the assessment at regular intervals. 2.2 Steps (1) through (6) are recurring and describe a cycle of activities, which ensure the continuous improvement of occupational health and safety in relation to hazards in the workplace. Further information on risk assessment is available on the HSE website. 2.3 There is no single way of preventing harmful levels of work-related stress. Managers at all levels require to consider the factors noted in the following sections and consider these within the context of the culture of the Partnership or Division, and working practices. 3. MEASUREMENT OF STRESS 3.1 The measurement of stress should include self-reporting measures which focus on the workers perceptions of the demands on them, their ability to cope with such demands, their needs and the extent to which they are fulfilled by work, the control they have over their work and the support they receive in relation to their work. 3.2 Self-reports are only part of the information that should be analysed. Other evidence should be sought including: a) an audit of the work environment including both its physical and psychosocial aspects, e.g. quarterly inspections are a requirement of the Health and Safety Management Manual; and b) evidence of poor housekeeping, incident rates and causes, sickness absence rates and causes, and observations of how effectively work is performed. 3.3 Line managers should note specific hazards such as noise and also recognise the perceived risk relating to dealing with violent patients and with those who may carry blood-borne viruses. Page 12 of 25
13 3.4 HSE has categorised aspects of work. These are listed in the following table: Stressful Characteristics of Work Work Characteristics Conditions Defining Hazard (Demands, Control & Support) Culture Poor task environment & lack of definition of objectives Poor problem solving environment Poor development environment Poor communication Non-supportive culture Demands Work overload Capability and capacity of the individual Work underload Physical environment Psychological environment Control Low participation in decision making Lack of control over work Little decision making in work Relationships at Work Social or physical isolation Poor relationships with superiors Interpersonal conflict and violence Lack of social support Change Restructuring Introduction of new technology Introduction of new ways of working Role Role ambiguity and/or role conflict Role insufficiency High responsibility for people (including patients) Support and training Insufficient training Lack of skills/competence Lack of support Home/Work Interface Conflicting demands of home and work Low social or practical support at home Dual career problems Page 13 of 25
14 3.5 Psychosocial characteristics are included in the risk assessment. As stress is closely related to control, it is important to involve employees in the assessment from the very beginning. Employees have expertise on their own work situation and work organisation. Recognising this will be of benefit to the workers and the organisation. Managers may meet staff in Focus Groups to discuss work pressures and identify solutions where necessary. Meetings can be repeated at intervals to monitor the effectiveness of any changes. HSE have produced guidance How to Organise and Run Focus Groups which can be accessed on their website. 3.6 Information on sickness absence, ill-health retiral, backlogs in taking days off, changes in productivity and accidents/incidents can be analysed for an organisation and each Partnership, Directorate or Department. This should identify areas where action is required. 3.7 If risk assessment indicates problems exist, a questionnaire, the HSE Indicator Tool for Work Related Stress (Appendix 4) can be distributed to all staff in a department for completion. The questionnaires should be completed every 3 years, or earlier if there are indications that there is deterioration in any of the indicators. 3.8 The data collected from such questionnaires should be analysed and the results made available quickly and clearly. The confidentiality of responses to questionnaires on health complaints/stress at work must be ensured. 3.9 Findings from the risk assessments, through use of the HSE management standards tool, should be recorded and an action plan developed and displayed. 4. RISK MANAGEMENT 4.1 The Health and Safety Executive in liaison with industry has developed a number of Management Standards which can be found in Appendix 2. It is important that employers, including the NHS, attempt to achieve these standards by demonstrating adequate risk assessment and control measures. 5 PSYCHOSOCIAL FACTORS 5.1 HSE has also suggested a number of ways of reducing stress in an organisation. These can be classed under similar headings to those in the Table at section 3.4. and can be found at Appendix Reference to the list in Appendix 3, and the results of analysis of administrative data, checklists and questionnaires will identify areas where good practice exists and also areas for improvement. Page 14 of 25
15 5.3 The organisation should ensure that the problem is understood and taken seriously; that excessive stress is not seen as a personal problem but an issue which managers, staff and the organisation as a whole are committed to addressing. Managers will receive training on the organisational aspects of stress as part of their continuing training programme. 5.4 There may still be occasions when staff are, or likely to be, affected by pressure or stress. Training on stress awareness and management courses can benefit the individual. Training is one aspect of the control cycle. 5.5 Where problems have developed, line managers should provide support and, where necessary, refer the person on for further help. The NHS has a contract with the Employee Counselling Service, Savoy Tower, 77 Renfrew Street, GLASGOW G2 3VZ, Telephone/ Fax , Freephone , to provide support to staff who can attend voluntarily or as result of a management referral. The Occupational Health Service and Human Resources Department can facilitate such help. In addition, professional organisations (BMA, RCN) and trade unions have counselling services for members. Page 15 of 25
16 APPENDIX 3 HSE MANAGEMENT STANDARDS ADDITIONAL INFORMATION Demands Includes issues like workload, work patterns, and the work environment. The standard is that: Employees indicate that they are able to cope with the demands of their jobs; and Systems are in place locally to respond to any individual concerns. What should be happening / states to be achieved: The organisation provides employees with adequate and achievable demands in relation to the agreed hours of work People s skills and abilities are matched to the job demands; Jobs are designed to be within the capabilities of employees; and Employees concerns about their work environment are addressed. Control How much say the person has in the way they do their work. The standard is that: Employees indicate that they are able to have a say about the way they do their work; and Systems are in place locally to respond to any individual concerns. What should be happening / states to be achieved: Where possible, employees have control over their pace of work; Employees are encouraged to use their skills and initiative to do their work; Where possible, employees are encouraged to develop new skills to help them undertake new and challenging pieces of work; The organisation encourages employees to develop their skills; Employees have a say over when breaks can be taken; and Employees are consulted over their work patterns. Support Includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues. The standard is that: Employees indicate that they receive adequate information and support from their colleagues and superiors; and Systems are in place locally to respond to any individual concerns. Page 16 of 25
17 What should be happening / states to be achieved: The organisation has policies and procedures to adequately support employees; Systems are in place to enable and encourage managers to support their staff Systems are in place to enable and encourage employees to support their colleagues; Employees know what support is available and how and when to access it; Employees know how to access the required resources to do their job; and Employees receive regular and constructive feedback. Relationships Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour. The standard is that: Employees indicate that they are not subjected to unacceptable behaviours, e.g. bullying at work; and Systems are in place locally to respond to any individual concerns. What should be happening / states to be achieved: The organisation promotes positive behaviours at work to avoid conflict and ensure fairness; Employees share information relevant to their work; The organisation has agreed policies and procedures to prevent or resolve unacceptable behaviour; Systems are in place to enable and encourage managers to deal with unacceptable behaviour; and Systems are in place to enable and encourage employees to report unacceptable behaviour. Role Whether people understand their role within the organisation and whether the organisation ensures that the person does not have conflicting roles. The standard is that: Employees indicate that they understand their role and responsibilities; and Systems are in place locally to respond to any individual concerns. What should be happening / states to be achieved: The organisation ensures that, as far as possible, the different requirements it places upon employees are compatible; The organisation provides information to enable employees to understand their role and responsibilities; Page 17 of 25
18 The organisation ensures that, as far as possible, the requirements it places upon employees are clear; and Systems are in place to enable employees to raise concerns about any uncertainties or conflicts they have in their role and responsibilities. Change How organisational change (large or small) is managed and communicated in the organisation. The standard is that: Employees indicate that the organisation engages them frequently when undergoing an organisational change; and Systems are in place locally to respond to any individual concerns. What should be happening / states to be achieved: The organisation provides employees with timely information to enable them to understand the reasons for proposed changes; The organisation ensures adequate employee consultation on changes and provides opportunities for employees to influence proposals; Employees are aware of the probable impact of any changes to their jobs. If necessary, employees are given training to support any changes in their jobs; Employees are aware of timetables for changes; Employees have access to relevant support during changes. Page 18 of 25
19 APPENDIX 4 PSYCHOSOCIAL FACTORS ADDITIONAL INFORMATION Culture Communicate regularly with your staff, particularly those working remotely and/or from home, and be open and honest about what is happening at work and how this may affect them; Adopt partnership approaches in the workplace to encourage staff to work with you to tackle work-related stress or any emerging business problems. Encourage people to talk to you at an early stage about work-related stress, mental health issues, and their concerns about work. Create an environment where these issues do not carry stigma; Try to involve your staff in the planning process so that they understand how their work fits in ; Offer internal support. This could be practical things, like coaching, or it could be emotional support, e.g. when personal crises such as illness and bereavement, financial worries etc affect your staff. Demands Ensure there are sufficient resources to do the work allocated; - if there are insufficient resources, seek guidance from management about priorities; - support your staff by helping them prioritise, or renegotiate deadlines; - cover workloads during staff absences; If people are underloaded, think about giving them more responsibility, but make sure they have been adequately trained; Strike a balance between ensuring that employees are interested and busy, but not underloaded, overloaded, or confused about the job; Train staff so they are able to do their jobs; Encourage staff to talk to you at an early stage if they feel they cannot cope Talk to your team regularly about what needs to be done, because this can; - Help you understand the challenges the team are currently facing and any pressures they are under; - Find ways of sharing out the work sensibly and agreeing the way forward with the team; - Gain team cohesion and commitment to the work you have planned if the whole team is aware of what needs to be done and by when, they are likely to be more responsive to you. Allocating more work to a stretched team without explanation is not helpful; - Ensure shift work systems are agreed with staff and that the shifts are fair in terms of workload; Page 19 of 25
20 Control - Gain understanding and commitment to unplanned tight deadlines and any exceptional need for long hours; - Help you manage any unexpected absences or losses to the team everyone knows the key stages of the project and what each other s role is; Lead by example; Have a suitable and sufficient risk assessment to control the physical hazards and risks; Assess the risk of physical violence and verbal abuse and take appropriate steps to deal with it. Give more control to staff by enabling them to plan their own work, make decisions about how that work should be completed and how problems should be tackled; Enrich jobs by ensuring that staff are able to use various skills to get tasks completed, and that staff can understand how their work fits in with the wider aims of the organisation; Only monitor employees output if this is essential. Regular meetings with staff could be arranged to see how things are going. At these meetings managers could provide advice and support where necessary, and ensure that staff are coping; A supportive environment is crucial. Staff need to know that managers will support them, even if things go wrong or if they find that they are unable to cope with added pressures. Relationships Work in partnership with staff to ensure that bullying and harassment never emerge as an issue. One way of doing this is by having procedures in place, such as disciplinary and grievance procedures, to deal with instances of unacceptable behaviour; In consultation with staff and trade unions, draw up effective policies to reduce or eliminate harassment and bullying; Communicate the policies and make it clear that senior management fully supports them; Communicate the consequences of breaching the policies; Create a culture where members of the team trust each other and can be themselves while they are at work; Encourage your staff to recognise the individual contributions of other team members and the benefits of the whole team pulling together. Change Page 20 of 25
21 Explain what the organisation wants to achieve and why it is essential that the change takes place explain the timetable for action and what the first steps are going to be. Talk about what the change will mean in terms of day-to-day activity and discuss whether there are any new training needs; Communicate new developments quickly to avoid the spread of rumours in the organisation. If the organisation is planning a major change your staff are likely to be discussing job security, whether they will need to relocate, and whether their terms and conditions will change; - Face-to-face communication is generally best so that people have the opportunity to ask questions and say what they feel, but any means, e.g. paper or electronic, would be helpful; - Have an open door policy where staff can talk to you about their concerns or any suggestions they have for improving the way the change is managed; Give staff the opportunity to comment and ask questions before, during, and after the change; Involve staff in discussions about how jobs might be developed and changed and in generating ways of solving problems; Supporting your staff is crucial during a change; After the change, think about revising work objectives to avoid role conflict and role ambiguity which can cause work-related stress; Revise your risk assessment to see if any changes, e.g. a decrease in staff numbers, have resulted in increased risks to staff. Remember that social changes (e.g. if staff are now working with a completely different group of people) may have more of an impact on the individual than technological or geographical changes. Role Make sure your staff have a clearly defined role, e.g. through a personal work plan which enables them to understand exactly what their roles and responsibilities are; Encourage your staff to talk to you at an early stage if they are not clear about priorities or the nature of the task to be undertaken; Talk to all your staff regularly to make sure that they are completely clear about the current job, what it entails, what you expect of them and what they can expect from you; Make sure that new members of staff receive a comprehensive induction to your organisation; If your organisation has gone through change, check with members of your team to make sure they understand their new roles and are comfortable with them. Support and Training Give support and encouragement to staff, even when things go wrong; Page 21 of 25
22 Listen to your staff and agree a course of action for tackling any problems it is important for staff to feel that the contribution they make at work is valued; Involve your staff they need to do their bit to identify problems and work towards agreed solutions; Encourage staff to share their concerns about work-related stress at an early stage; Provide your staff with suitable and sufficient training to do their jobs; Give new staff a proper induction into the department and organisation; Take into account that people s skills and the way they approach the work will differ; Value diversity don t discriminate against people on grounds of race, sex or disability, or other irrelevant reasons; Encourage a healthy work-life balance ; Encourage staff to take their annual leave entitlement and their meal breaks. Page 22 of 25
23 APPENDIX 5 HSE indicator Tool for Work Related Stress 1 I am clear what is expected of me at work I can decide when to take a break Different groups at work demand things from me that are hard to combine 4 I know how to go about getting my job done I am subject to personal harassment in the form of unkind words or behaviour 6 I have unachievable deadlines If work gets difficult my colleagues will help me I am given supportive feedback on the work I do I have to work very intensively I have a say in my own work speed I am clear what my duties and responsibilities are I have to neglect some tasks because I have too much to do Page 23 of 25
24 13 I am clear about the goals and objectives for my department 14 There is friction or anger between colleagues I have a choice in deciding how I do my work I am unable to take sufficient breaks I understand how my work fits into the overall aim of the organisation 18 I am pressured to work long hours I have a choice in deciding what I do at work I have to work very fast I am subject to bullying at work I have unrealistic time pressures I can rely on my line manager to help me out with a work problem Strongly Strongly Disagree Disagree Neutral Agree Agree 24 I get help and support I need from colleagues Strongly Strongly Disagree Disagree Neutral Agree Agree 25 I have some say over the way I work Page 24 of 25
25 Strongly Strongly Disagree Disagree Neutral Agree Agree 26 I have sufficient opportunities to question managers about change at work Strongly Strongly Disagree Disagree Neutral Agree Agree 27 I receive the respect at work I deserve from my colleagues Strongly Strongly Disagree Disagree Neutral Agree Agree 28 Staff are always consulted about change at work Strongly Strongly Disagree Disagree Neutral Agree Agree 29 I can talk to my line manager about something that has upset or annoyed me about work Strongly Strongly Disagree Disagree Neutral Agree Agree 30 My working time can be flexible Strongly Strongly Disagree Disagree Neutral Agree Agree 31 My colleagues are willing to listen to my work related problems Strongly Strongly Disagree Disagree Neutral Agree Agree 32 When changes are made at work, I am clear how they will work out in practice Strongly Strongly Disagree Disagree Neutral Agree Agree 33 I am supported through emotionally demanding work Strongly Strongly Disagree Disagree Neutral Agree Agree 34 Relationships at work are strained Strongly Strongly Disagree Disagree Neutral Agree Agree 35 My line manager encourages me at work Page 25 of 25
CHRISTCHURCH JUNIOR SCHOOL
CHRISTCHURCH JUNIOR SCHOOL Stress Management Policy, Procedure and Guidance Status Current Approval Board of Governors Maintenance Staffing Committee Role(s) responsible Headteacher Date effective Immediate
More informationWORKPLACE MENTAL HEALTH AND WELL-BEING POLICY
Workplace Mental Health and Well-being Policy To be reviewed Bi-Annually. Reviewed by the Leadership Team on 5 th January 2016. To be reviewed January 2018. WORKPLACE MENTAL HEALTH AND WELL-BEING POLICY
More informationKEELE UNIVERSITY STRESS MANAGEMENT FRAMEWORK AND POLICY. Keele University is highly committed to protecting the health, safety and wellbeing of staff.
1. Introduction KEELE UNIVERSITY STRESS MANAGEMENT FRAMEWORK AND POLICY Keele University is highly committed to protecting the health, safety and wellbeing of staff. The University recognises that work-related
More information2.2 The audit was performed in three phases which included:- Phase One Training and data collection of over 5,500 employee surveys.
AVON AND SOMERSET POLICE AUTHORITY HUMAN RESOURCES COMMITTEE JUNE 2010 REPORT OF THE CHIEF CONSTABLE ORGANISATIONAL STRESS 1.0 PURPOSE OF REPORT 1.1 At the Avon and Somerset Police Authority Human Resources
More informationManagement of Stress Policy & Procedure 1 POLICY DRAFTED BY: HR, NEL CSU. 3 APPLIES TO: All Employees
1 POLICY DRAFTED BY: HR, NEL CSU 2 ACCOUNTABLE DIRECTOR: Martin Machray, Director of Quality & Integrated Governance 3 APPLIES TO: All Employees 4 COMMITTEE & DATE APPROVED: NCL Joint Partnership Group,
More informationStress Management Policy
, Stress Management Policy January 2014 Also available in large print (16pt) and electronic format. Ask Student Services for details. www.perth.uhi.ac.uk Perth College is a registered Scottish charity,
More informationStress Policy. Adopted by the Trust Board on 6 December 2016
Stress Policy Adopted by the Trust Board on 6 December 2016 Contents 1 Introduction to stress policy 2 2 What is stress? 2 3 Legal obligations 2 4 Scope and purpose of the policy 2 5 Personnel responsible
More informationWESTFIELD PRIMARY SCHOOL ANTI-STRESS POLICY
WESTFIELD PRIMARY SCHOOL ANTI-STRESS POLICY Introduction This policy applies to employees of Westfield Primary School only. It does not form part of any employee s terms and conditions of employment and
More informationUCU guidance on workload risk assessments in FE
UCU guidance on workload risk assessments in FE This factsheet is intended to help UCU reps in FE make the case to their employers on how to conduct risk assessments on workload and excessive working hours
More informationZero Tolerance Policy
Zero Tolerance Policy Publication code: OD-0516-072 Publication date: May 2016 Page 1 of 14 Zero Tolerance Policy 1. Purpose A zero tolerance policy towards violence and aggression is expected throughout
More informationHuman Resources Policy
Human Resources Policy Policy title: Policy section: Prepared by : Review / development group composition: Sickness Absence Promoting Attendance HR Management HR, OHS, Operational Management, Staff side
More informationHuman Resources Policy Framework. Management of Attendance Policy and Procedure
Human Resources Policy Framework Management of Attendance Policy and Procedure Approved by: Cabinet Resources Panel (15.12.2015) revised Cabinet Resources Panel (27.11.2012) original Published: 01.01.2016
More informationStaff Stress Management Policy
Staff Stress Management Policy November 2017 Contents Statement of intent 1. Definition 2. Responsibilities 3. Causes of stress 4. Identifying an individual under stress 5. School management 6. Self-management
More informationI write in response to your request for information in relation to staff sickness absence in NHS Lothian.
Lothian NHS Board = Waverley Gate 2-4 Waterloo Place Edinburgh EH1 3EG = Telephone: 0131 536 9000 www.nhslothian.scot.nhs.uk Date: 24/03/2015 Our Ref: 5080 Enquiries to : Bryony Pillath Extension: 35676
More informationRole Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities
Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Accountable to: All employed staff working within the 3 CCGs Within the 3 CCGs the Chief Officer
More informationA GUIDE TO ENHANCING WELLBEING AND MANAGING WORK STRESS IN THE VETERINARY WORKPLACE
A GUIDE TO ENHANCING WELLBEING AND MANAGING WORK STRESS IN THE VETERINARY WORKPLACE INTRODUCTION TO THE GUIDE Psychological wellbeing at work is a focus of attention for the veterinary profession. In particular,
More information219 Make sure your own actions reduce risks to health and safety
219 Make sure your own actions reduce risks to health and safety QCF Reference Number R/501/0874 Level: 2 Credit Value: 5 Learning outcomes The learner will: 1. Identify the hazards and evaluate the risks
More informationHARROW & HILLINGDON EARLY INTERVENTION SERVICE JAMERSON AND GOODALL DIVISION JOB DESCRIPTION. Clinical Team Leader Harrow & Hillingdon EIS
HARROW & HILLINGDON EARLY INTERVENTION SERVICE JAMERSON AND GOODALL DIVISION JOB DESCRIPTION Job Title: Clinical Team Leader Harrow & Hillingdon EIS Grade: Band 7 Hours: Location: 37.5 hours Full Time
More informationSickness Absence (incorporating Stress) v.1.0 Document reference: POL 024
Sickness Absence (incorporating Stress) v.1.0 Document reference: POL 024 Document Type: Policy Version: 1.0 Purpose: This policy has been designed for managers and staff to ensure appropriate management
More informationDIGNITY AND RESPECT POLICY AND GUIDELINES ON PREVENTING AND MANAGING WORKPLACE BULLYING
DIGNITY AND RESPECT POLICY AND GUIDELINES ON PREVENTING AND MANAGING WORKPLACE BULLYING Foreword: Director General, NSW Premier s Department The New South Wales Government is committed to ensuring its
More informationDocument Type. Sickness Absence Policy. Document Description. Lead Author(s) Associate Director of People and Workforce Development
Document Title Sickness Absence Policy Document Description Document Type Service Application Human Resources Trust Wide Version 2.1 Policy Reference No POL 156 Ashi Williams Lead Author(s) Associate Director
More informationAction Plan 14/14 Managing Long Term Sickness NICE PH19 June 2014
Action Plan 14/14 Managing Long Term Sickness NICE PH19 June 2014 Title: Action Plan 14/14 Managing Long Term Sickness NICE PH 19 (Published 03/2009) Prepared by: Presented by: Main aim: Recommendations:
More informationIndividual and Collective Grievances Policy (Replacing Policy Number 073 and 108 Workforce)
Individual and Collective Grievances Policy (Replacing Policy Number 073 and 108 Workforce) POLICY NUMBER TPWF/216 VERSION 1 RATIFYING COMMITTEE DATE RATIFIED DATE OF EQUALITY & HUMAN RIGHTS IMPACT ANALYSIS
More informationHEALTH AND WELLBEING STRATEGY
HEALTH AND WELLBEING STRATEGY Health & Wellbeing Strategy Page: 1 of 17 Page 1 of 17 Recommended by Approved by Executive Management Team Trust Board Approval Date 23 September 2010 Version Number 1.0
More informationWELLBEING STRATEGY. Looking after our people. Recruiting our people. Leading our people. Diversity in our people
WELLBEING STRATEGY Recruiting our people Leading our people Looking after our people Diversity in our people Our commitment to you Andy Marsh Chief Constable Avon & Somerset Constabulary We can provide
More informationHARASSMENT AND BULLYING POLICY (DIGNITY AND RESPECT AT WORK)
HARASSMENT AND BULLYING POLICY (DIGNITY AND RESPECT AT WORK) Version Version 2 Ratified By NHS West Cheshire Clinical Commissioning Group Governing Body Date Ratified May 2016 Author(s) Responsible Committee
More informationWorkplace prevention of mental health problems GUIDELINES FOR ORGANISATIONS
Workplace prevention of mental health problems GUIDELINES FOR ORGANISATIONS These guidelines consist of actions organisations can take to prevent common mental health problems in the workplace. It is hoped
More informationStress management competency indicator tool
Stress management competency indicator tool How effective are you at preventing and reducing stress in your staff? Use the following questionnaire to assess your behaviour The Stress management competency
More informationCreating an inclusive volunteering environment
Creating an inclusive volunteering environment Why is creating an inclusive environment important? Understanding the needs of all of your volunteers and making sure they feel valued and respected increases
More informationPerformance Improvement Policy A guide to addressing poor performance
August 2017 Performance Improvement Policy A guide to addressing poor performance Purpose and Principles Our success as a University is built on the contribution of each one of our staff, so we know how
More informationUNIVERSITY HOSPITALS OF MORECAMBE BAY NHS TRUST DIGNITY AT WORK POLICY
UNIVERSITY HOSPITALS OF MORECAMBE BAY NHS TRUST 1 Introduction DIGNITY AT WORK POLICY 1.1 For the vast majority of staff of the Morecambe Bay Hospitals NHS Trust, work is a challenging but rewarding experience.
More informationPROMOTING ATTENDANCE AT WORK - ADVICE FOR EMPLOYEES
ITEM 10.4 Appendix 2 DRAFT June 2012 WORKFORCE PROMOTING ATTENDANCE AT WORK - ADVICE FOR EMPLOYEES June 2012 1 Contents Page number 1. Key Things to Know 3 2. General Statement 5 3. Responsibilities 5
More informationSICKNESS ABSENCE / REHABILITATION
SICKNESS ABSENCE / REHABILITATION Sickness absence / rehabilitation Taking action on absence Sickness absence can have devastating effects on your business costs and the quality of life of the worker concerned.
More informationIsle of Wight Council Job Description
Isle of Wight Council Job Description Identifying Facts Title of Post: Youth Offending Team Officer Directorate: Children s Services Post No: 50043897 Section: Youth Offending Team Date: May 2014 Responsible
More informationLearning Resource. Babcock International Group. Allocate and monitor the progress of work.
Babcock International Group www.babcock.co.uk/theknowledge Learning Resource Allocate and monitor the progress of work Introduction This handout is about ensuring the work required in your area of responsibility
More informationSickness absence guide for managers
Sickness absence guide for managers The Big Picture There is a clear link between healthy and happy staff and improved patient outcomes. We are looking to be a world class organisation. Therefore we need
More informationA pervasive culture of silence. We all have mental health. Elevate mental health on a parity with physical health.
Mental Health at Work Report 2016 Executive summary, call to action and recommendations Workplace mental health is a collective responsibility. 3 in 4 employees have experienced symptoms of poor mental
More informationSCDLMCD3 Lead and manage inter-professional teams
Overview This standard identifies the requirements associated with leading and managing inter-professional teams. It includes establishing governance arrangements and protocols that provide clarity about
More informationGrievance and Disputes Policy and Procedure
Policy: G1 Grievance and Disputes Policy and Procedure Version: G1/04 Ratified by: Trust Management Team Date ratified: 8 th August 2012 Title of Author: Alan Wishart Title of responsible Director Director
More informationDIGNITY AT WORK GUIDELINES FOR EMPLOYEES
DIGNITY AT WORK GUIDELINES FOR EMPLOYEES Hull City Council Human Resources Implementation Date: 2 nd January 2007 DIGNITY AT WORK GUIDELINES FOR EMPLOYEES INTRODUCTION 1. These guidelines have been compiled
More informationStandards of proficiency. Social workers in England
Standards of proficiency Social workers in England Contents Foreword 1 Introduction 2 Standards of proficiency 6 Foreword We are pleased to present the Health and Care Professions Council s standards of
More informationPeople change. Keeping safe in the workplace A Guide for Social Work Practitioners. Helping. their lives. Scotland
Scotland Helping People change their lives Keeping safe in the workplace A Guide for Social Work Practitioners Helping People Change Their Lives - the UNISON and BASW Manifesto for social work members
More informationSickness absence guide for staff
Sickness absence guide for staff There is a clear link between healthy and happy staff and improved patient outcomes. We are looking to be a world class organisation. Therefore we need to be at the forefront
More informationHEALTH AND SAFETY STRATEGY
HEALTH AND SAFETY STRATEGY 2016-2019 Version: 1.0 Ratified by: Integrated Governance Committee Date ratified: 30 September 2015 Title of originator/author: Title of responsible committee/group: Head of
More informationAttendance Management Policy
Attendance Management Policy Co-ordinator: Reviewer: Approver: Director of HR Grampian Area Partnership Forum Grampian Area Partnership Forum Date Approved by GAPF: 1 January 2008 Refresh 10 August 2017
More informationGrievances Employee Guide
Grievances Employee Guide 1 Contents 1. Introduction 3 2. Support and assistance 3 3. When does the Grievance Policy apply? 4 3.1 Collective grievances 4 3.2 If you have left Nationwide 5 4. The grievance
More informationConduct and Capability Process
Appendix 8 Conduct and Capability Process 1 Introduction 1.1 places great importance on maintaining a workforce that is skilled and capable of carrying out all elements of the required occupational role.
More information1.1 Contributes to the Trust s Organisational Development strategy to improve overall organisational performance and effectiveness
JOB TITLE: OD Practitioner BAND: AFC 7 BASE: RESPONSIBLE TO: ACCOUNTABLE TO: XX OD Consultant (OD Lead) Director of OD and L&D JOB SUMMARY The Organisational Development Practitioner is responsible for
More informationGrievance Policy. Version: 2. Joint Consultation and Negotiating Committee
SH HR 25 Version: 2 Summary: Keywords (minimum of 5): (To assist policy search engine) Target Audience: This document provides a framework for the resolution of staff initiated grievances, disputes or
More informationGrievance Policy. Reviewer: GAPF Polices Subgroup. Review date: 9 February Uncontrolled When Printed. Version
Grievance Policy Co-ordinator: Reviewer: Approver: Lead of Review Group Date approved by GAPF: 9 February 2017 GAPF Polices Subgroup Review date: 9 February 2022 Grampian Area Partnership Forum (GAPF)
More informationSCDLMCE1 Lead and manage effective communication systems and practice
Lead and manage effective communication systems and practice Overview This standard identifies the requirements when leading and managing effective systems and practice for communication in settings where
More informationHuman Resources. Bullying and Harassment Policy and SOP. Document Control Summary. Replacing H/BLU/dr/01. Status: Version: V2.
Human Resources Bullying and Harassment Policy and SOP Document Control Summary Status: Replacing H/BLU/dr/01 Version: V2.0 Date: Author/Owner/Title: Author: Sarah Guy, HR Manager Owner: Alyson Sargeant,
More informationSupervision Policy. Kingsfold Primary School. We take pride in all we do
Supervision Policy Kingsfold Primary School We take pride in all we do Introduction It is now a legal requirement (EYFS safeguarding and welfare requirements 2014) that all staff in direct contact with
More informationSCDCCLD0333 Promote the recruitment of staff in childcare settings
Overview This standard identifies the requirements when promoting the recruitment of staff in childcare settings. It involves taking a fair and objective approach to recruitment and selection to ensure
More informationRegional Operations Manager. Job Description
Regional Operations Manager Job Description Job Title: Team Manager Reports To: Regional Operations Manager Date Created: 06/09/2017 Version 4 Scope of the Role: The scope of this role is to contribute
More informationLow Medium High Critical Business Impact: X Changes are important, but urgent implementation is not required, incorporate into your existing workflow.
Page: 1 of 8 Reviewed: 25/08/2016 Amended: 16/09/2016 PA07 - Sickness Absence Policy and Procedure Category: Human Resources Sub-category: Absence, Holidays and Sickness Policy Review Sheet Review Date:
More informationWORKING WELL TOGETHER POLICY
WORKING WELL TOGETHER POLICY Revised: December 2009 1 BUSINESS SERVICES ORGANISATION Working Well Together Policy 1.0 INTRODUCTION 1.1 The Business Services Organisation (BSO) recognises its staff are
More informationwork smart, work safe combating violence against care staff
work smart, work safe combating violence against care staff violence in the workplace is everyone s problem Violence against social care staff remains a major concern and it s a diffi cult area for employers
More informationABSENCE MANAGEMENT POLICY
ABSENCE MANAGEMENT POLICY Policy Folder & Policy Number Human Resources Folder 1: Policy No. 1.1 Version: 1 Ratified by: Stoke CCG Governing Body Date ratified: 24 th September 2013 Name of originator/author:
More informationSCDLMCA1 Manage and develop yourself and your workforce within care services
Manage and develop yourself and your workforce within care services Overview This standard identifies the requirements when taking responsibility for your own and others continuing professional development.
More informationManaging Work Performance Policy
MWP001 April 2014 Managing Work Performance Policy Policy Number Target Audience Approving Committee MWP001 CCG staff CCG Executive Date Approved 9 th April 2014 Last Review Date April 2014 Next Review
More informationJOB DESCRIPTION. Audiology, Dermatology, ENT, Oral Services & Plastic Surgery
JOB DESCRIPTION Job Title: Department: Reports to: Liaises with: Service Delivery Manager - Fixed term post Audiology, Dermatology, ENT, Oral Services & Plastic Surgery Head of Service Staff at all levels
More informationAttendance. Employee Policy HR Consult. 1. Policy Statement
Attendance 1. Policy Statement Employee Policy HR Consult We value the contribution our employees make to our success and high attendance levels are vital to us continuing to achieve high levels of performance.
More informationThe Domiciliary Care Worker. Consultation version Respond by 19 January 2018
Consultation version Respond by 19 January 2018 The Domiciliary Care Worker Practice guidance for domiciliary care workers registered with Social Care Wales 1 Contact Details Social Care Wales South Gate
More informationOccupational Therapist
Job Title Occupational Therapist Locations Wrap n Pak Reporting to Regional Work Rehabilitation Team Manager. Direct Reports Nil Financial Resource Responsibilities Annual RWR Income Generated Targets
More informationEquality and Diversity Policy
Equality and Diversity Policy Approved by: Board of Governors Date last approved: December 2014 Review period: 3 years Date reviewed: Owner: Director of HR STATEMENT FROM THE VICE CHANCELLOR Our new Strategic
More informationPromoting Attendance (Health Issues) Policy and Procedures
Promoting Attendance (Health Issues) Policy and Procedures Human Resources Department: June 2013 Revision date: June 2015 Promoting Attendance (Health Issues) Policy and Procedures Authors HR Date of issue
More informationHafan Cymru Job Description
Job title Grade / Salary Scale Location Contract hours Working Pattern Responsible to Responsible for (staff / finance / Service Users /Customers Job Purpose Competency and Level required Project Manager
More informationHEALTH & WELLBEING, REDUCING SICKNESS ABSENCE IN OUR WORKFORCE CAROLINE FOX, DIRECTOR OF HUMAN RESOURCES AND ORGANISATIONAL DEVELOPMENT
MEETING: AGENDA ITEM: SUSSEX COMMUNITY NHS TRUST BOARD 74.13 - ENCLOSURE: J DATE: 25 APRIL 2013 REPORT TITLE: REPORT FROM: PURPOSE: HEALTH & WELLBEING, REDUCING SICKNESS ABSENCE IN OUR WORKFORCE CAROLINE
More informationDEALING WITH HARASSMENT AND BULLYING AT WORK POLICY AND PROCEDURE FOR STAFF
Issue Date:- 8/9/09 Final DEALING WITH HARASSMENT AND BULLYING AT WORK POLICY AND PROCEDURE FOR STAFF 1. Policy statement The College is committed to the elimination of discrimination on the grounds of
More informationDignity at Work Policy and Procedure
Dignity at Work Policy and Procedure Dignity at Work Policy and Procedure Page: Page 1 of 15 Recommended by Approved by HR OD Committee Workforce Committee Approval Date 18 December 2015 Version Number
More informationABSENCE MANAGEMENT POLICY
ABSENCE MANAGEMENT POLICY REFERENCE NUMBER Absence Management Policy VERSION V1.0 APPROVING COMMITTEE & DATE Clinical Executive Committee 17.6.15 REVIEW DUE DATE May 2018 CONTENTS 1. Policy statement 1
More informationThe City of Marion (Council) believes equal opportunity can deliver advantages to our business, people and workplace.
Equal Opportunity, Discrimination, Harassment & Workplace Bullying Policy POLICY STATEMENT The City of Marion (Council) believes equal opportunity can deliver advantages to our business, people and workplace.
More informationManaging Sickness Procedure/Policy
1.0 Aim of the procedure 1.1 To ensure that managers: 1 understand and apply the Council s standards of attendance in the work-place and monitor their achievement 2 identify through risk assessments, general
More informationBuilding resilience in the modern workplace
Building resilience in the modern workplace HR and Management Masterclass Museum of Science and Industry, Manchester, March 2017 Abigail Hirshman Acas Senior Adviser ahirshman@acas.org.uk 07796 940188
More informationANNUAL WORKFORCE & ORGANISATION DEVELOPMENT REPORT
Item 10.3 ANNUAL WORKFORCE & ORGANISATION DEVELOPMENT REPORT 2015-2016 1. INTRODUCTION The purpose of this report is to provide the NHS Hull Clinical Commissioning Group Board (CCGB) with a summary of
More informationJOB DESCRIPTION. The post holder will be managerially accountable to the Associate Director of the Business Development Unit.
JOB DESCRIPTION Job Title: Grade: Accountable to: Commercial Bid Manager AfC Band 8A Associate Director of Business Development 1. Purpose of Role ELFT has a significant requirement for robust response
More informationSt Mary s Catholic Primary School. Behaviour in the Workplace (Staff Conduct) Policy
St Mary s Catholic Primary School (Staff Conduct) Policy Date Written: January 2009 Date Ratified: 26 th February 2009 Date Reviewed/Ratified: 4 th May 2010 Date to be Reviewed: Summer 2011 MISSION STATEMENT
More informationDIVERSITY AND INCLUSION POLICY
DIVERSITY AND INCLUSION POLICY Definition Carillion will make every effort to ensure that staff and job applicants are treated with courtesy, dignity and respect irrespective of race (including colour,
More informationFeeling the pressure?
UNISON Health & Safety Feeling the pressure? UNISON stress report 2017 Stress is one of the biggest causes of health problems in the workplace. It led to 11.7 million working days lost in 2015/16: an average
More informationJob title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:
Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring
More informationEQUAL OPPORTUNITIES AND DIVERSITY POLICY
EQUAL OPPORTUNITIES AND DIVERSITY POLICY Definition Carillion will make every effort to ensure that all employees are treated with courtesy, dignity and respect irrespective of gender, race, religion,
More informationH5NA 04 (SCDHSC 0021) Support Effective Communication
H5NA 04 (SCDHSC 0021) Support Effective Communication Overview This standard identifies requirements when you support effective communication in settings where individuals are cared for or supported. This
More informationHelping Great Britain to work well Work-related stress and the Management Standards approach
Health and and Safety Executive Helping Great Britain to work well Work-related stress and the Management Standards approach A new health and safety system strategy The new system is based on six key themes
More informationSICKNESS ABSENCE POLICY & PROCEDURE
Sickness Absence Management Policy Version 2.0 Last Amended: March 2017 SICKNESS ABSENCE POLICY & PROCEDURE Contents 1. Sickness Absence Management Policy..2 2. Equal Opportunities. 2 3. Scope 2 3.1 Exclusions.
More informationPROCEDURE FOR MANAGING PROBATIONARY PERIODS POLICY
Policy Reference: 254 PROCEDURE FOR MANAGING PROBATIONARY PERIODS POLICY Version: 1 Name and Designation of Policy Author(s) Ratified By (Committee / Group) Lawrence Osgood, Head of HR Workforce and Communication
More informationWorkplace Mental Health: Psychological Health & Safety Training for Supervisors and Managers
Workplace Mental Health: Psychological Health & Safety Training for Supervisors and Managers Introduction About Me About Vital Life Supported by a grant from the Research and Workplace Innovation Program
More informationStaff Counselling Service
Staff Counselling Service HR66 Additionally refer to : HS01 Health & Safety Policy HR31 Managing Attendance and Employee Wellbeing HR65 Occupational Health Service Version: V1 issued January 2009 V2 approved
More informationMaintaining a Harassment & Discrimination-Free Workplace. A Guide for Managers & Employees
Maintaining a Harassment & Discrimination-Free Workplace A Guide for Managers & Employees 2 Maintaining a Harassment & Discrimination-Free Workplace A Guide for Managers and Employees 3 2 table of contents
More informationFEDERAL OCCUPATIONAL HEALTH. We Care, Just Call.
FEDERAL OCCUPATIONAL HEALTH Employee Employee Assistance Assistance Program Program SUPERVISOR S GUIDE We Care, Just Call. I called the EAP for advice on helping an employee who was having difficulties
More informationControlled Document Number: Version Number: 002. On: October Review Date: October 2020 Distribution: Essential Reading for: Page 1 of 12
Equality and Diversity in Employment Policy CONTROLLED DOCUMENT CATEGORY: CLASSIFICATION: PURPOSE Controlled Document Number: Policy Version Number: 002 Controlled Document Sponsor: Controlled Document
More informationPOLICY IN RELATION TO SPECIAL LEAVE
POLICY IN RELATION TO SPECIAL LEAVE DOCUMENT CONTROL: Version: 9 Ratified by: HR&OD Policy and Planning Group Date ratified: 6 June 2013 Name of originator/author: Director of Workforce and Organisational
More informationEQUALITY, DIVERSITY AND HUMAN RIGHTS POLICY
EQUALITY, DIVERSITY AND HUMAN RIGHTS POLICY 1.0 STATEMENT OF INTENT Equality, diversity and human rights are integral to the work of PBHA, and form a key part of our vision and mission. Our principles
More informationStandards for Employers of Social Workers & Social Care Workers
Standards for Employers of Social Workers & Social Care Workers SEPTEMBER 2017 Published by: Northern Ireland Social Care Council 7th Floor, Millennium House 19-25 Great Victoria Street Belfast BT2 7AQ
More informationSICKNESS ABSENCE POLICY
SICKNESS ABSENCE POLICY Implementation Date: 01 April 2013 Review Date: 01 April 2016 April 2013 V1.0 Page 1 of 12 Contents POLICY OVERVIEW... 3 Purpose... 3 Who this Policy applies to... 3 Key Principles...
More informationJOB DESCRIPTION. Employee Relations Advisor. Responsible for: (working grade MS4) 1. Purpose of the job
JOB DESCRIPTION Job Title: Division: Department/Region/Section: Location: Reports to: Responsible for: Grade: Employee Relations Advisor Resources Human Resources Headquarters Employee Relations Manager
More informationThe Royal Wolverhampton NHS Trust
The Royal Wolverhampton NHS Trust Trust Board Report Meeting Date: 29 th February 2016 Title: Executive Summary: Action Requested: Report of: Author: Contact Details: Workplace Wellbeing Charter Strategy
More informationHealth and Wellbeing Framework
The Voice of the Networks ENA SHE Position Paper Position Paper 04 Occupational Health and Wellbeing Framework 2017 Update Health and Wellbeing Framework 1 Health and Wellbeing Framework 2 Foreword Energy
More informationCOMMON TASKS KNOWLEDGE SKILLS Values Take proper account of the principles and practices of active decision making
Assisted living technology and services a learning and development framework Appendix C: Assisted Living Technology (ALT) - Tasks, Knowledge and Skills Analysis COMMON TASKS KNOWLEDGE SKILLS Values Take
More informationThe position reports to the Human Resources Manager and works closely with other HR Team members.
Title: Human Resources Business Partner (HRBP) Position type: Full time Classification: non-eba Position purpose: Work in partnership with the business to provide specialist coaching, support and influence
More information